external analysis

© 2

007

Joh

n W

iley

& S

on

s

Chapter 2 - External and Customer Analysis PPT 2-1

Copyright © 2010 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

Part One

Strategic Analysis

© 2

007

Joh

n W

iley

& S

on

s


External and Customer Analysis

Chapter Two

© 2

007

Joh

n W

iley

& S

on

s


The Role of External Analysis

External

Analysis

External

Analysis

Strategic Decisions• Where to compete

• How to compete

Strategic Decisions• Where to compete

• How to compete

Analysis• Information-need areas

• Scenario analysis

Analysis• Information-need areas

• Scenario analysis

Identification• Trends/future events

• Threats/opportunities

• Strategic uncertainties

Identification• Trends/future events

• Threats/opportunities

• Strategic uncertainties

Figure 2.1

© 2

007

Joh

n W

iley

& S

on

s


Strategic Uncertainties

Strategic Uncertainties• Will a major firm enter?• Will a tofu-based dessert

product be accepted?• Will a technology be

replaced?• Will the dollar strengthen

against an off-shore currency?

• Will computer-based operations be feasible with current technology?

• How sensitive is the market to price?

Strategic Decisions• Investment in a product market• Investment in a tofu-based product

• Investment in a technology

• Commitment to off-shore manufacturing

• Investment in a new system

• A strategy of maintaining price parity

© 2

007

Joh

n W

iley

& S

on

s


Strategic Uncertainties

What will thefuture demand?

What will thefuture demand?

• Performance improvements?

• Competitive technological developments?

• Financial capacity of health care industry?

• Performance improvements?

• Competitive technological developments?

• Financial capacity of health care industry?

© 2

007

Joh

n W

iley

& S

on

s


Customer Analysis

Segmentation

• Identification of customer groups that respond differently from other groups to competitive offerings. Thus, a successful segmentation strategy requires the conceptualization, development, and evaluation of a targeted competitive offering.

• Who are the biggest customers? The most profitable? The most attractive potential customers?

Figure 2.2

© 2

007

Joh

n W

iley

& S

on

s


Examples of Approaches to Defining Segments

Customer Characteristics• Geographic• Type of organization• Size of firm• Lifestyle• Sex• Age• Occupation

Figure 2.3

© 2

007

Joh

n W

iley

& S

on

s


Examples of Approaches to Defining Segments

Product-Related Approaches• User type• Usage• Benefits sought• Price sensitivity• Competitor• Application• Brand loyalty

Figure 2.3

© 2

007

Joh

n W

iley

& S

on

s


Segmentation

How should segments be defined?

– Benefit Segmentation

– Price Sensitivity

– Loyalty

– Applications

– Multiple Segments versus Focus Strategy

© 2

007

Joh

n W

iley

& S

on

s


The Brand Loyalty Matrix: Priorities

LowLoyaltyLow

Loyalty

ModerateLoyalty Moderate

Loyalty

LoyalLoyal

CustomerCustomer

Non-customerNon-customer

Medium

Lowto

Medium

High

Highest

Zero

High

Figure 3.4

© 2

007

Joh

n W

iley

& S

on

s


Customer Analysis

Customer Motivations

• What elements of the product/service do customers value most?

• What are the customers’ objectives? What are they really buying?

• How do segments differ in their motivation priorities?

• What changes are occurring in customer motivation? In customer priorities?

Figure 3.2

© 2

007

Joh

n W

iley

& S

on

s


Customer Motivation Analysis

IdentifyMotivations

IdentifyMotivations

Group andStructure

Motivations

Group andStructure

MotivationsAssess

MotivationImportance

Assess MotivationImportance

Assign StrategicRoles to Motivations

Assign StrategicRoles to Motivations

Figure 2.6

© 2

007

Joh

n W

iley

& S

on

s


The Customer as Active Partner

• Encourage Active Dialogue

• Mobilize Customer Communities

• Manage Customer Diversity

• Co-creating Personalized Experiences

© 2

007

Joh

n W

iley

& S

on

s


Customer Analysis

Unmet Needs

• Why are some customers dissatisfied? Why are some changing brands or suppliers?

• What are the severity and incidence of consumer problems?

• What are the unmet needs that customers can identify? Are there some of which consumers are unaware?

• Do these unmet needs represent leverage points for competitors?

© 2

007

Joh

n W

iley

& S

on

s


Key Learnings

• External analysis should influence strategy by identifying opportunities, threats, trends, and strategic uncertainties. The ultimate goal is to improve strategic choices – decisions as to where and how to compete.

• Segmentation (identifying customer groups that can support different competitive strategies) can be based on a variety of customer characteristics, such as benefits sought, customer loyalty, and applications.

• Customer motivation analysis can provide insights into what assets and competencies are needed to compete, as well as indicate possible SCAs.

• Unmet needs that represent opportunities (or threats) can be identified by projecting technologies, by accessing lead users, by ethnographic research, and by interacting with customers.

© 2

007

Joh

n W

iley

& S

on

s


“Far better an approximate answer to the right question, which is often

vague, than an exact answer to the wrong question, which can always be

made precise.”- John Tukey,

Statistician

© 2

007

Joh

n W

iley

& S

on

s


“If you don’t know where you are going, you might end up

somewhere else.”

- Casey Stengel

external analysis

Documents